Emotional intelligence white_paper

© Langley Group 2012. All rights reserved.
Emotional Intelligence is the
intelligent use of emotions.
Emotional Intelligence underpins
our capacity to work well with
others, manage stress and make
effective decisions. These abilities
can be measured and learned.
A clear body of evidence shows
that Emotional Intelligence (EI),
more than knowledge, technical
skills or traditional measures
of intelligence, determines
individual effectiveness and
successful business outcomes.
This foundational competency
differentiates high performers and
propels leaders and organisations
to higher and more sustainable
levels of success.
Far from a ‘soft’ skill, EI is yielding
bottom-line results for leading
organisations across diverse
industries and gathering scientific
data explaining why.
This white paper distils two
decades of evidence, theory and
practice to illustrate the business
impact of developing and recruiting
for Emotional Intelligence.
We unpack the key facts and
practical applications around EI’s:
• business impact
• performance impact
• organisational climate impact
• brain science
• history and theory
• learning and development
“Emotional Intelligence isn’t a
luxury you can dispense with in
tough times. It’s a basic tool that,
deployed with finesse, is the key to
professional success.” 1
Harvard Business Review
“We cannot check our emotions
at the door because emotion and
thought are linked—they cannot,
and should not, be separated.” 2
David Caruso
THE IMPACT OF EMOTIONAL INTELLIGENCE ON SUSTAINABLE PERFORMANCE
Emotional intelligence at work
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EMOTIONAL INTELLIGENCE

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The business case for
emotional intelligence
We are working in increasingly
complex and competitive
environments. Organisations and
the people in them are trying to
achieve more with less resources
and greater pressure.
Many are challenged with engaging
employees and establishing
competitive advantage during rapid
change and constant uncertainty.
Raising productivity, integrating
new approaches and succeeding in
global markets, demands greater
flexibility, cultural sensitivity and
collaboration. Those who create
and sustain strong business results
in this climate engage hearts and
minds, managing complex, often
competing, agendas with savvy
and awareness.
From professional services to
retail to manufacturing, Emotional
Intelligence skills are increasingly
seen as critical and strategic.
Global organisations are building
Emotional Intelligence (EI) into
their workforces to ensure high
performance and enhance people
smarts.
Solid research over two decades
has demonstrated the business
impact of developing and
recruiting for EI on leadership and
individual performance, employee
engagement, organisational
climate, teamwork, sales and
customer loyalty.
EI has twice the power of IQ to
predict high performance. 3
WHY DOES EMOTIONAL
INTELLIGENCE MATTER?
Leadership and
organisational climate
Gallup research highlights the
impact of leaders’ emotional
competencies on employee
engagement. Three critical factors
were identified: feeling cared for by
a supervisor, receiving recognition
or praise, and believing their
employer is concerned about their
development.4
In an ongoing study at IBM,
emotional intelligence is driving
significantly higher employee
engagement levels.5
In an
Iranian car manufacturer, EI
directly predicted the quality of
organisational climate.6
Positive
workplace culture has been linked
to ethical behaviour--people are
less likely to withhold effort or
neglect job duties.7
One foundation of emotional
competency—accurate self-
assessment—was associated
with superior performance in
several hundred managers across
12 organisations.8
In contrast,
research by the Center for Creative
Leadership found the primary
causes of derailment in executives
involve low EI, particularly difficulty
handling change, poor teamwork
and interpersonal relationships.9
Two separate studies found
project managers and technology
professionals with high EI improved
teamwork and managed conflict
more effectively.10
Entrepreneurs and small business
owners using EI skills to create
positive cultures increased revenue
and growth,11
while managers
who showed worry, frustration
and bewilderment undermined
entrepreneurial motivation.12
Financial performance
The bottomline impact of emotional
intelligence is significant.
PepsiCo generated 10% more
productivity, 87% less turnover and
over 1000% return on investment
by recruiting emotionally intelligent
managers.13
One of the UK’s
largest restaurant groups found
emotionally intelligent managers
achieved 34% profit growth, lower
turnover and higher customer
satisfaction.14
After supervisor
training at a manufacturer, lost-
time accidents reduced by 50%,
formal grievances dropped and
productivity goals were exceeded
by $250,000.15
Retention is an area where EI can
dramatically reduce costs. The US
Airforce saved $190 million in high
value training by screening for EI
among pararescuers.16
Successful
candidates were more able to cope
with and excel during demanding
onboarding.
Sales and customer loyalty
Extensive studies by the Forum
Corporation on Manufacturing and
Service Companies found 70%
of reasons customers left were
emotional and relationship factors.17
Its no wonder EI is particularly
impactful in sales and customer
care.
In a robust study at Sanofi-Aventis,
salespeople trained in emotional
intelligence increased skills by
18% and went on to out-sell peers
by 12%, earning $2.2 million per
month and returning $6 for each
dollar invested.18
After a year long project to build
EI skills and empower leaders
to create a trust-based culture,
Sheraton increased market share by
24%, improved guest satisfaction
and significantly reduced turnover.19
A Government department focusing
on EI competencies increased
revenue by 53% in one year, and
improved customer satisfaction
scores to 4.71 out of 5 among top
clients.20
At L’Oreal salespeople already
demonstrating high EI brought in
$2.5 million more in net revenue
than those recruited using
traditional criteria.21
In a national
US insurer, sales agents strong
in key EI competencies such as
self-confidence and empathy sold
policies worth $114,000, compared
to $54,000 by weaker colleagues.22
Experienced multinational
consulting firm partners with
high EI delivered $1.2 million
more profit, resulting in a 139%
incremental gain for the firm.23
Individual performance
A recent London School of
Economics study found high
performing traders are more
emotionally intelligent and make
better decisions.24
Among midwives and obstetricians
in a large hospital, EI strongly
predicted performance and
effective stress management,
especially in leaders.25
An EI and
stress management programme
in a Motorola manufacturing plant
boosted productivity by 93%.26

Emotional intelligence
in practice
Studies such as these provide clear
evidence that higher levels of EI—in
leaders, sales people, customer
service reps, influencers, advisors,
professional service providers
or anyone whose job involves
interacting with people—increases
individual and organisational
effectiveness.
Emotional Intelligence helps
people connect and communicate
effectively, make decisions, and
manage stress, pressure and
conflict27
. It enables people to instil
confidence and belonging in others,
engage and influence across
boundaries, and respond with
sensitivity and care even when
challenged.
People with high EI are described
as “aware, authentic, empathic,
expansive, resilient, empowering
and centred” rather than
“disconnected, guarded, insensitive,
limited, temperamental, indifferent
and reactive”28
.
With insight into themselves
and others, they recognise the
emotions that drive thinking
and behaviour, and use that
understanding to generate positive
outcomes and mood. Attuned
to emotions that can disrupt
engagement and productivity,
they are able to convert fears and
concerns into opportunity and
frame challenges constructively.
“The higher a leader rises in the
organisation the more EI matters.”29
Daniel Goleman
WHAT DOES EMOTIONAL
INTELLIGENCE LOOK LIKE?
In practice, people with emotional
intelligence skills are more able
to accurately assess situations,
determine appropriate responses
and keep things in perspective.
By better understanding and
meeting human needs, they
build relationships that inspire
productivity and commitment.
Increasing emotional intelligence
through leadership coaching and development
Hank*, Group Strategy Manager at a multinational pharmaceutical company, had been
advised to improve his people skills or his job was on the line. Peers described his
management style as “my way or the highway”, and while it was efficient, it was not
the most effective strategy and had become personally draining.
Initially skeptical about the emotional intelligence training his company mandated, he
took on the challenge of transforming his leadership and communication style.
EIW coach Janet Langley introduced Hank to the Mayer-Salovey-Caruso Emotional
Intelligence (MSCEIT) framework. Using specific EIW tools, such as the mood meter,
combined with a better understanding of body language and facial expressions, he
learned to observe and pick up on emotional cues. More careful about his emotional
vocabulary and how it impacted others, he began to approach each conversation as a
relationship opportunity. This transformed his ability to diffuse and preempt potential
conflict. He now develops a communication strategy to ensure successful outcomes for
all important conversations.
Building on his technical and strategic intelligence, these new emotional intelligence
strategies soon hotshot his career and opened doors. He now holds a C-level position
in a major retailer.
While some people naturally tune into
what others feel and put them at ease,
the good news is that EI can be taught
and developed.
“Leaders who use their emotional
resources to foster engagement deliver
significant bottom-line results.”30
Joshua Freedman
* Names have been changed for conﬁdentiality
CASE STUDY

The history of
Emotional intelligence principles
have been alluded to for centuries.
Philosophers from Socrates and
Plato to Buddha and Confucius
advised regulating emotions and
improving social interactions for
greater mastery and influence.
Emotions and their links to
behaviour and genetics were
debated over 250 years ago
when Charles Darwin catalogued
emotional expression in humans
and animals.31
Even in the early
1900s when cognitive intelligence
(IQ) was first quantified, Edward
Thorndike was defining Social
Intelligence as understanding and
managing people.
Emotional Intelligence research
began in earnest in the 1970s and
80s, with psychologists Jack Mayer
and Peter Salovey.
Observing that smart people often
made very poor decisions, Mayer
and Salovey realised conventional
measures of intelligence fell
short. They classified Emotional
Intelligence as a distinct
intelligence, defining it as the
brain’s ability to process emotional
information.32
Mayer and Salovey, together
with colleague David Caruso,
developed the first scientifically
validated measure of EI ability, the
HOW LONG HAS THE CONCEPT
OF EMOTIONAL INTELLIGENCE
BEEN AROUND?
Mayer-Salovey-Caruso Emotional
Intelligence Test (MSCEIT), based
on their theoretical and empirical
research.
Emotional Intelligence was
popularised by psychologist Daniel
Goleman in his 1995 best-seller
Emotional Intelligence: Why it
matters more than IQ.33
In a robust review of brain science
and literature, Goleman broadened
Mayer and Salovey’s definition,
attributing a large component of
personal and professional success
to emotional competencies such as
self-awareness, self-management,
self-motivation, empathy and
relationship management.
A third model was developed by
Reuven Bar-On, who described EI
as a cross-section of interrelated
emotional and social competencies
and skills that impact intelligent
behaviour.34
Bar-On created a self-
report test, the Emotional Quotient-
Inventory (EQ-i).
Since then extensive research and
hundreds of books have explored
EI’s applications to business,
performance and relationships.
Several tests, including the
Goleman-based Emotional and
Social Competence Inventory (ESCI),
can now measure
emotional intelligence and
emotional skills, traits and
behaviours. Genos EI Assessment,
an Australian tool targets frequency
of EI behaviours in the workplace.
EQ is an abbreviation of ‘emotional
quotient’ similar to IQ for ‘cognitive
intelligence’.
EI is the abbreviation of emotional
intelligence used in academic
contexts.
EI is scientifically validated and
unique from cognitive ability.
NEED HIGH RES IMAGE
WHITE PAPER

“Emotions can lead to our worst
decisions or our best ones. The
difference is emotional intelligence.”39
Joshua Freedman
The science of
Modern neuroscience has turned
around the way we think about
emotions.
We now know that emotions
play a critical role in influencing
and guiding our thinking and
behaviour—what we think, how we
think, how we make decisions and
how we act on them.
In his influential 1994 book
Descartes’ Error: Emotion,
Reason, and the Human Brain,
neuroscientist Antonio Damasio
demonstrated that rational thinking
and decision-making depend on
input from emotions.35
Decisions are never made
‘unemotionally’ and actions are
never fully ‘rational’. “Far from
interfering with rationality,” he
asserts, “the absence of emotion
and feeling can break down
rationality and make wise decision
making almost impossible.”36
In fact, the sense that something
is ‘real, true, and important’ comes
not from the reasonable neocortex
but from the emotion centers of
the brain’s limbic cortex.37
The limbic system is designed to
process stimulus and experience
leaving our cognitive centres free
for higher order thinking.
Even when we feel we have made
a rational decision, chances are our
emotions made it first. Reasons
are then established to justify our
instinctive gut feeling.
HOW ARE EMOTIONS
CRITICAL TO THINKING
AND SURVIVAL?
Emotions contain data about
ourselves, other people and the
world around us. They attribute
value to our choices, enabling us
to navigate daily life safely and
effectively.
Remaining open to feelings gives
us valuable early data points
that help us think and act more
intelligently.
According to expert Paul Ekman,
emotions evolved for their adaptive
value in dealing with fundamental
life tasks.38
Emotions occur quickly
and automatically, usually without
conscious thought. Their primary
function is to mobilize the organism
to deal quickly with important
interpersonal or threatening events.
Imagine, for example, you’re in a
hurry driving to work. A change
in the environment—the sound
of a police car siren—triggers a
rapid emotional response. The
emotion makes you pay attention
and generates thought. You realise
you have been speeding, possibly
endangering the lives of others.
This motivates behaviour and you
slow down.
This adaptive theory of emotions
shows how critical emotions are to
our survival.
When our pre-frontal (thinking)
cortex and limbic (emotional)
system are not communicating
effectively, we may behave
emotionally rather than
intelligently, or make logical
assessments without considering
the emotional implications of our
behaviour.
Emotional intelligence is about
harnessing these two aspects to
ensure we are managing our own
emotions rather than allowing our
emotions to manage us.
Learning how to use emotions
intelligently empowers us to
respond effectively, rather than
reactively. By increasing our range
of emotional intelligence strategies
we can achieve more positive
outcomes for ourselves and the
people around us.
The limbic system
THE EMOTIONAL BRAIN

Robert Plutchik
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The theory of emotions
Emotions are not chaotic and follow
predictable patterns, rules and
visual cues.
Even micro-expressions—those
brief, involuntary facial movements
that indicate what we are really
feeling and thinking—can be
studied and learned.
Facial recognition expert Paul
Ekman proposes six primary
emotions—happiness, fear, anger,
sadness, disgust and surprise.40
These emotions have universal
meanings and are found across
cultures and generations.
A smile shows happiness in all
areas of the world, though what
causes this smile will vary from
person to person, group to group.
Within cultures, organisations and
groups, collectively held norms—
implicit or explicit—can shape the
type of emotions that are allowed
and displayed. Disturbingly, anger
is the most frequently expressed
emotion in US workplaces (53%),
and joy the least (19%).41
A complex and subtle range makes
up the full spectrum of human
emotional experience.
Robert Plutchik designed a wheel
of emotions, where primary
emotions can be expressed at
different intensities and blend to
form different emotions.42
HOW DO WE RECOGNISE
EMOTIONS?
Emotions can also be mapped
according to the energy level
behind them: anger or excitement
are high energy; sadness and
serenity are low energy.
Emotions are distinct from
feelings and moods. Emotions are
experienced as specific responses
to events or objects—real or
imagined—that motivate behaviour.
Moods tends to be pervasive,
global, generalised states that
influence events and are less
responsive to stimuli.43
As such, emotions act as signals;
moods are experienced as
background noise.
Feelings are the physiological
sensations that inform how we
interpret and describe emotional
experience.
The richer and more nuanced our
emotional vocabulary, the more
we are able to consciously reflect
on and take charge of emotional
experience.
This happens literally in the brain.
Recent fMRI (functional magnetic
resonance imaging) studies show
that labelling emotions actually
reduces reactivity in the limbic
system.44
HIGH ENERGY
LOW ENERGY
POSITIVENEGATIVE
Mood - noise
(no external cause)
Emotion - signal
(external cause)
EMOTION v MOOD EMOTIONAL INTENSITY

A definition of emotional
intelligence
Daniel Goleman defines Emotional
Intelligence as:
...the capacity for recognising
our own feelings and those of
others, for motivating ourselves,
and for managing emotions
well in ourselves and in our
relationships.45
According to Mayer and Salovey,
EI involves reflectively regulating
emotions to enhance emotional
and intellectual development.46
They break this down into specific
abilities based on the way
emotions work in the brain. Their
definition is regarded by scholars as
the standard:
...the ability to monitor one’s
own and others’ feelings and
emotions, to discriminate among
them, and to use this information
to guide one’s thinking and
action.47
The Mayer-Salovey definition
highlights four different abilities.
Perceiving Emotions—accurately
recognising how you and others
are feeling. This includes the ability
to read another person’s facial
expressions to better understand
what they are experiencing.
Using Emotions—sensing and
generating emotions and
integrating them strategically
to enhance thinking, reasoning,
problem solving and creativity.
Understanding Emotions—
understanding the complexity
of emotions and their causes,
including why you and others feel
and react the way they do and
how these emotions are likely to
change over time.
perceiving
emotions
using
emotions
understanding
emotions
managing
emotions
Managing Emotions—drawing on
emotional data about yourself or others
to respond effectively rather than
reactively, and designing strategies
that achieve positive outcomes. This
includes managing outbursts, calming
fears and behaving appropriately to
show care and understanding.
While people generally consider
themselves positive, due to our
survival mechanisms we have an
innate negativity bias that gives
more weight to negative emotions
and states.
Teams that maintain a 5:1 ratio
of positivity to negativity in their
interactions perform optimally and
are more profitable.48
Positive emotions is critical to
explaining outcomes acheived by
managers in organisations. Research
shows impact on performance,
decision making, turnover, prosocial
behaviour, negotiation and conflict
resolution behaviour, group
dynamics, and leadership.49
Positive psychologist Barbara
Fredrickson suggests that
experiencing certain positive
emotions—joy, interest, contentment,
pride and love—broadens our
repertoire of habitual thoughts and
actions.50
MAXIMISING EMOTIONAL IMPACT
Building a positive emotional climate in organisations and teams
According to Fredrickson’s Broaden-
and-Build-Theory, increasing
positive emotions builds enduring
personal resources, enabling us to
manage stressful situations and
propelling us in ‘upward spirals’
toward optimal performance,
wellbeing and growth.
Positive emotions also lessen the
resonance of negative experience
and provide a powerful antidote to
anxiety.51
The capacity to selectively generate
emotions--positive, neutral and
negative--to suit the situation
and boost resilience in self and
others is fundamental to emotional
intelligence.
Positive emotions encourage open-
mindedness and flexibility, enabling
us to generate more creative
solutions, connect with others, take
on critical feedback and persist in
achieving goals.
Neutral or slightly negative emotions
narrow attention and help us detect
and correct mistakes, assess risks
and evaluate plans, resulting in more
careful, systematic and better quality
arguments.
A leader who is aware of their
emotional impact and able to
positively influence the mood of
their team by building and sustaining
positive mood will help shape
organisational climate, increasing
performance.
This is particularly relevant when
considering the powerful effect
of ‘emotional contagion’ within
groups—both positive and negative.52
“Positive emotions can spread
throughout organisations, among
members, and to customers... [and]
fuel individuals to contribute to the
effectiveness of their organisation.”53
Barbara Fredrickson

WHITE PAPER
Developing emotional
intelligence
People often assume that
emotional intelligence is just
something you are born with—
some people naturally tune into
what others feel and put them at
ease, and others just don’t operate
that way.
It is true that genetic predisposition
can make some people more
emotionally intelligent than
others. How our early caregivers
taught us to comfort each other
and ourselves, and to control our
impulses, also played a role.
The good news is that EI can be
learned and developed in adults
over time.
Humans are geared to life-long
learning and growth. Our brain
cells are continually forming new
connections and restructuring our
perceptions and physiology.
This process of neuroplasticity
happens thousands of times a day,
giving us enormous potential to
change if we put awareness, effort
and commitment into making it
happen.
Neurogenesis—the brain’s ability to
grow new cells even in adulthood—
is linked to learning.
HOW CAN WE BECOME MORE
EMOTIONALLY INTELLIGENT?
A Johnson & Johnson study was
among the first to establish that
emotional competencies can be
developed through systematic
training.54
Emotional Intelligence training
programmes have been shown to
improve EI and performance among
financial advisors, retail managers,
HR consultants, technical experts
and manufacturing staff to name
a few.55
Importantly, these abilities
are retained over many years.
The most effective training
interventions integrate Emotional
Intelligence into organisational
culture.
These foundational skills can
be instilled as building blocks
upon which leadership or other
competencies can be more
effectively developed.
Best results are gained when
coaching supports training and
participants are motivated by
connecting with the personal and
professional benefits that greater
emotional intelligence will deliver.
Assessing current levels of
emotional intelligence accurately
through an EI assessment tool such
as Mayer-Salovey-Caruso Emotional
Intelligence Test (MSCEIT), EQ-i 2.0
or Genos EI is also highly valuable.
When results are discussed
with a coach or other qualified
professional and integrated into
personal development plans,
individuals and teams can gain
dramatic self-awareness and
tangible strategies that can be
integrated into work and daily life.
At emotional intelligence
worldwide, our targeted and
individualised EI programmes
emphasise practical benefits and
empower participants with tools to
continue practicing, learning and
reinforcing new skills.
Learning to be more intelligent
with emotions is not a quick
fix. Instead it offers deeper and
more sustainable results that go
beyond personal effectiveness and
success to measurably improve the
fiscal and psychological health of
organisations.
Emotional intelligence may be the
most important quality we can
learn and practice to continue our
growth and capacity to positively
impact others.
“Our genetic heritage endows each
of us with a series of emotional
set-points that determines
our temperament. But the brain
circuitry involved is extraordinarily
malleable; temperament is
not destiny.”56
Daniel Goleman

Citations and resources
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“The quality of your life is directly
related to the quality of your emotions.”
Sue Langley
WHITE PAPER
Authors
Sue Langley is a speaker, master
trainer, global business consultant,
researcher and leading advisor
on the practical workplace
applications of neuroscience,
emotional intelligence and positive
psychology.
Sue’s gift is synthesising science
into simple, practical tools
anyone can use. She has taught
thousands of business leaders, HR
professionals and consultants how
to more intelligent about emotions
and harness the brain’s potential.
Sue holds a Master in Neuroscience
of Leadership, BA in Psychology
and Management and has studied
positive psychology at Harvard.
She was the emotional intelligence
expert in the hit ABC TV series
Redesign My Brain, broadcast on
the Science Channel as Hack My
Brain. She presents her work at
conferences internationally
Sophie Francis is a writer and
coach with a background in
positive psychology and leadership
development. She has a Master of
Business Coaching from University
of Woolongong, and is Content
Manager for the Langley Group.
FOR MORE INFORMATION
Contact us to explore how emotional intelligence can be applied in
your organisation to increase individual and busines performance.
Phone: +61 2 9399 3989 | Email: contact@langleygroup.com.au
www.langleygroup.com.au
Langley Group is a leading consulting and training provider. We work
with organisations around the world to build better leaders, engage
people, optimise performance and leverage talent.
We apply positive psychology, emotional intelligence and neuroscience
to get the best from people and organisations. Our team live
and breathe this approach, synthesising science into simple tools
anyone can use. Our positive, scientiﬁc approach inspires people to
think differently and primes them to achieve positive outcomes for
themselves and their organisation. We focus on building a positive
culture that drives engagement and performance, equipping people and
organisations with the foundational abilities to succeed and thrive.
Founded in 2002 by Sue Langley, the Langley Group has been pioneering
practice for over ten years. Based in Sydney, we have consultants in
Australia, Europe and North America.
LANGLEY GROUP

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